Executive Committee

The full agenda, as filed

All 10 items in the clerk’s order. Each carries the city’s own words: the staff recommendation, what the body decided, and its status. Nothing below is written by us.

• EX20.1amended

  Community Crisis Support Service Pilot

  This report responds to the direction from City Council at its meeting of June 29 and 30, 2020 (CC22.2) for the City Manager to develop a non-police led, alternative community safety response model for calls involving Torontonians in crisis. Over the past five years, the Toronto Police Service has seen a 32.4 percent increase in "person in crisis" calls. These types of calls are defined by a person experiencing a temporary breakdown of coping skills. Underinvestment in mental health treatment over several decades has meant that more people with mental illness are not receiving the supports they need and are falling into distress, resulting in increased interactions with police, who have essentially become default first responders of the mental healthcare system for those experiencing crisis. However, using law enforcement to address health issues creates service barriers and risks for many Torontonians, particularly Indigenous, Black, and equity-deserving communities. Systemic discrimination in Toronto has negatively impacted how these communities experience community safety. Evidence of disproportionate use of force including deadly force, invasive searches, and greater surveillance on Indigenous, Black, and equity-deserving communities has impacted community trust and confidence in a police-led response for those experiencing a health crisis. Residents, communities and organizations have called on the City of Toronto to reimagine a new model of response that is client-centred, trauma-informed, and reduces harm. From October to December 2020, staff from Social Development, Finance and Administration Division supported 33 community roundtables in partnership with 17 community partners, conducted 29 interviews with subject matter experts, completed two public surveys and an opinion research poll of a representative sample of Torontonians, and reviewed promising practices of 53 crisis response models found in jurisdictions across Canada and internationally. The Toronto Police Service has been engaged throughout the process to strive for alignment across institutions. This report proposes piloting a new community crisis support service in Toronto for some non-emergency calls for service. Mobile crisis support teams comprising of a multidisciplinary team of crisis workers with crisis intervention and de-escalation training will be dispatched to respond to non-emergency crisis calls involving person in crisis, wellness checks and other calls to be determined. Community health service partners will become anchor partners to ensure that adaptive and service-user centred care continues after the initial crisis intervention. From 2022-2025, the community crisis support service will be piloted in the City's Northwest, Northeast and Downtown East. In consultation with Indigenous-led organizations and leaders, an Indigenous-led pilot that reflects the rights of Indigenous communities to self-determination and self-governance will also be developed. Community partnerships, public education, pilot governance, monitoring and evaluation will support the City and our partners to build and implement an effective service, with a view to full scale implementation in 2026. Pilot development costs of $1.7 million have been included in the Recommended 2021 Operating Budget for Social Development, Finance and Administration. In 2021, City staff will refine the pilot model, build the governance and evaluation framework, select anchor partners, and launch public education to prepare residents to use the new service. The City Manager will provide an update to City Council on the selected anchor partners, the status of pilot, and next steps in the fourth quarter 2021. To realize the full potential of the proposed community crisis support service, intergovernmental investment into mental health, substance use services and other supportive services are required. An effective, responsive and robust mental health support system needs to exist within the city and the broader region to provide individuals the necessary wrap around services beyond the initial crisis intervention. This report: - Summarizes the consultation and expert feedback and best practices that have informed the proposed community crisis support service. - Provides details on development and implementation of the proposed community crisis support service. - Provides an update on additional City Council directions related to item CC22.2 including the status of legislative changes that City Council requested to the Province of Ontario. - Provides recommendations for City staff to engage in the development of regulations under the Community Safety and Policing Act, 2019.

  The Executive Committee recommends that: 1. City Council endorse the 2022 implementation of four community crisis support service pilots as outlined in Attachment 1, Framework to Pilot the Community Crisis Support Service and Attachment 2, Map of the Proposed Community Crisis Support Service, to the report (January 13, 2021) from the City Manager. 2. City Council direct that a guiding principle of the Community Crisis Support Service is that the Service will be the primary first responder to mental health crisis calls received during the pilot program and subsequent to full implementation. 3. City Council direct the City Manager to conduct public consultations to refine the proposed community crisis support service pilot for implementation, engaging residents, community organizations, and Indigenous, Black and equity-deserving communities. 4. City Council authorize the Executive Director, Social Development, Finance and Administration to enter into and administer agreement(s) to provide pilot funds to successful anchor community partners of the Request for Proposals process, other service providers or individuals, subject to the approval of funding through the 2021 Budget process, on the terms and conditions satisfactory to the Executive Director, Social Development, Finance and Administration and in a form acceptable to the City Solicitor. 5. City Council request the Toronto Police Services Board to direct the Chief of Police, to consult with the City, to: a. support the implementation of four community crisis support service pilots; b. amend any necessary policies, practices, procedures and other governance to integrate referral to a community crisis support service to the 911 call centre as a dispatch option; c. train 911 call-taker staff about the pilot and its objectives; and d. analyze and share on the City's Open Data Portal and report out on: call diversion data, separated into calls diverted to Mobile Crisis Intervention Teams, and the community crisis support service, and available outcomes and geographic distribution of the calls. 6. City Council request the City Manager to engage in consultations with the Province of Ontario on regulations under the Community Safety and Policing Act, 2019, guided by City Council's decisions including related to police reform, the potential impact on the City, and objectives to: a. enhance public trust and confidence in police services; b. strengthen the alignment of municipal and policing strategic and operational objectives; and c. promote alternatives to the use of police officers where appropriate. 7. City Council request the City Manager to report back to City Council on the Community Safety and Policing Act, 2019, and regulations under the Act, once the regulations are developed and publicly available.

  Staff recommendation as filed

  The City Manager recommends that: 1. City Council endorse the 2022 implementation of four community crisis support service pilots as outlined in Attachment 1 - Framework to Pilot the Community Crisis Support Service and Attachment 2 - Map of the Proposed Community Crisis Support Service. 2. City Council direct the City Manager to conduct public consultations to refine the proposed community crisis support service pilot for implementation, engaging residents, community organizations, and Indigenous, Black and equity-deserving communities. 3. City Council authorize the Executive Director, Social Development, Finance and Administration to enter into and administer agreement(s) to provide pilot funds to successful anchor community partners of the Request for Proposals process, other service providers or individuals, subject to the approval of funding through the 2021 Budget process, on the terms and conditions satisfactory to the Executive Director, Social Development, Finance & Administration and in a form acceptable to the City Solicitor. 4. City Council request the Toronto Police Services Board to direct the Chief of Police, to consult with the City, to: a. Support the implementation of four community crisis support service pilots. b. Amend any necessary policies, practices, procedures and other governance to integrate referral to a community crisis support service to the 911 call centre as a dispatch option. c. Train 911 call-taker staff about the pilot and its objectives. d. Analyze and share on the City's Open Data Portal and report out on: call diversion data, separated into calls diverted to Mobile Crisis Intervention Teams , and the community crisis support service, and available outcomes and geographic distribution of the calls. 5. City Council request the City Manager engage in consultations with the Province of Ontario on regulations under the Community Safety and Policing Act, 2019, guided by Council's decisions including related to police reform, the potential impact on the City, and objectives to: a. Enhance public trust and confidence in police services. b. Strengthen the alignment of municipal and policing strategic and operational objectives. c. Promote alternatives to the use of police officers where appropriate. 6. City Council request the City Manager to report back to City Council on the Community Safety and Policing Act, 2019, and regulations under the Act, once the regulations are developed and publicly available.

• EX20.2amended

  Advancing the SmartTrack Stations Program

  The SmartTrack Stations Program (the "Program") represents a significant investment to improve transportation choices within Toronto and to leverage existing transit infrastructure to serve more people. Combined with Metrolinx's GO Expansion Program, SmartTrack will transform heavy rail infrastructure in Toronto from a regional commuter service into an urban rapid transit network. This report recommends terms negotiated with the Province that will allow the SmartTrack Stations Program to proceed to construction. Effective November 30, 2016, the Province and the City entered into an Agreement in Principle ("AIP") that established principles with respect to cost-sharing on the Program and other transit expansion initiatives. The Program progressed in April 2018 when City Council approved a contribution of up to $1.463 billion towards the Program and requested Metrolinx to proceed with procurement, subject to the terms and conditions approved by City Council as described in item 2018.EX33.1. In May 2018, the Mayor and then-Premier signed a non-binding Ontario-Toronto Memorandum of Understanding to formally indicate the intention of the City and the Province to amend the AIP to reflect the 2018.EX33.1 terms and conditions. The Province subsequently halted the stations' procurement in December 2018 with the intention of having them delivered through a market-driven transit-oriented development delivery strategy. More recently, the Province's and the City's roles and responsibilities related to transit expansion have changed per the terms of the Ontario-Toronto Transit Partnership that was authorized by City Council in October 2019 through the adoption of item 2019.EX9.1 and the subsequent Ontario-Toronto Transit Partnership Preliminary Agreement ("Preliminary Agreement") signed by the parties in February 2020. The Preliminary Agreement establishes the principles and responsibilities of the Province and the City in implementing major transit initiatives in Toronto, and outlines that the Province now has responsibility for funding and delivering the construction of the Subway Program (i.e., Ontario Line, Scarborough Subway Extension, Eglinton Crosstown West Extension and Yonge North Subway Extension). In turn, the City agreed it would redirect the capital contributions that the City would otherwise be expected to dedicate to the Subway Program to instead support state-of-good-repair improvements to the existing transit system and/or towards other City priority transit expansion projects. The City and the Province reiterated through the Preliminary Agreement their commitment to advancing and delivering the SmartTrack Stations Program, and, to that end, have negotiated amendments to the Program terms. Staff recommend that City Council adopt the terms in Attachment 1 to this report in order to advance the SmartTrack Stations Program. These terms provide that the Program, which will be delivered by the Province and/or its agencies (such as Metrolinx and Infrastructure Ontario), will consist of five stations: Finch-Kennedy, East Harbour, King-Liberty, St. Clair-Old Weston and Bloor-Lansdowne. Two previously contemplated SmartTrack stations, Lawrence-Kennedy and Gerrard-Carlaw, have been removed from the Program because they have been replaced by two new stations being funded and delivered by the Province as part of the Subway Program, namely Lawrence Station on the Scarborough Subway Extension and Gerrard Station on the Ontario Line, respectively. Altogether, the SmartTrack Stations Program, GO Expansion, the Subway Program and the LRT Program (i.e., Eglinton Crosstown and Finch West) comprise a multi-billion dollar investment from all orders of government that will substantially increase the amount of transit infrastructure in Toronto. The recommended City capital contribution to the Program has not changed, and remains $1.463 billion, inclusive of both $1.195 billion for Base Station Infrastructure and $268 million for City-Initiated Station Requirements. The Province will not fund any portion of the Program Budget but will be accountable for its expenditure in consultation with the City. The Province will monitor and manage the Program scope, Budget and schedule through coordination with the City of Toronto and as outlined in the Ontario-Toronto Transit Coordination governance framework. The Province will also pursue transit-oriented development/transit-oriented communities ("TOD/TOC") opportunities in a manner consistent with the Ontario-Toronto MOU on TOD (see 2020.EX12.3). All benefits from TOD/TOC will be transferred to the City. The City will be responsible for reviewing station designs and assisting the Province in evaluating bids, and will continue to engage and collaborate with the Province throughout the design, procurement, construction, delivery and operation of the Program. If approved, the Program will be procured beginning in the second quarter of this year and is anticipated to be constructed in its entirety by 2026.

  The Executive Committee recommends that: 1. City Council approve the terms set out in the Term Sheet attached as Attachment 1 to the report (January 13, 2021) from the Deputy City Manager, Infrastructure and Development Services (the "Term Sheet") and City Council authorize the City Manager and any other relevant City Officials, in consultation with the City Solicitor, to negotiate, enter into and execute amendments to the Ontario-Toronto Agreement in Principle with the Province of Ontario necessary for the implementation of the SmartTrack Stations Program (the "AIP Amendment") in accordance with the Term Sheet and on such other terms and conditions satisfactory to the City Manager and in a form satisfactory to the City Solicitor. 2. Subject to entering into the AIP Amendment in accordance with Recommendation 1 above, City Council endorse the re-allocation of $585 million in federal funding under the Investing in Canada Infrastructure Program - Public Transit Stream for the SmartTrack Stations Program to the revised SmartTrack Stations Program as described in the Term Sheet (the "Federal Funding"), and direct the City Manager to advise the Government of Canada and the Province of Ontario accordingly. 3. Subject to entering into the AIP Amendment in accordance with Recommendation 1 above and receiving confirmation of the Federal Funding in accordance with the terms of the AIP Amendment, City Council approve a contribution of up to $1.463 billion to the Province for the SmartTrack Stations Program, inclusive of both $1.195 billion for Base Station Infrastructure and $268 million for City-Initiated Station Requirements. 4. Subject to entering into the AIP Amendment in accordance with Recommendation 1 above, City Council authorize the City Manager to negotiate and execute any agreements necessary with the Province and/or any other relevant provincial agency including a Master Agreement for the implementation of the SmartTrack Stations Program, based on the terms set out in the Term Sheet and on such other terms and conditions satisfactory to the City Manager and in a form satisfactory to the City Solicitor. 5. City Council direct the Chief Financial Officer and Treasurer to report back on required amendments, if any, to the capital funding and financing strategy for the SmartTrack Stations Program as part of the 2022 Budget process. 6. City Council, with respect to the SmartTrack Stations Program: a. authorize the Deputy City Manager, Infrastructure and Development Services or designate to identify and approve the inclusion of enhancements to City infrastructure in or near work being done for the Program, as well as any investigative, planning and design studies considered necessary for City infrastructure and services in the vicinity of the Program ("Additional Infrastructure") which Metrolinx's contractor will be asked to construct as part of SmartTrack Stations Program procurements, subject to the following conditions: 1. the Deputy City Manager, Infrastructure and Development Services or designate, in consultation with the applicable Division Head, is of the view that the price provided by Metrolinx, as may be reviewed by an independent reviewer, for the Additional Infrastructure is fair and reasonable; and 2. the funding for the cost of the Additional Infrastructure is or will be available in the year required, within an approved capital budget; b. authorize the Deputy City Manager, Infrastructure and Development Services or designate, in consultation with the Chief Financial Officer and Treasurer, to obtain and pay for pre-estimates and estimates for Additional Infrastructure from Metrolinx; and c. authorize the Deputy City Manager, Infrastructure and Development Services or designate, in consultation with the Chief Financial Officer and Treasurer, to negotiate, enter into and execute Municipal Infrastructure Agreements with Metrolinx for Additional Infrastructure, including any amendments. 7. City Council delegate authority to the Deputy City Manager, Corporate Services or designate, to negotiate and execute a real estate protocol with Metrolinx to implement the real estate principles set out in the Term Sheet, including: a. the disposal to Metrolinx of certain City property for nominal consideration in accordance with the Term Sheet that is determined by the Deputy City Manager, Corporate Services to be required for the implementation of the SmartTrack Stations Program (the "SmartTrack Transit Lands"), provided that: 1. the lands are not required for any current or future City purpose; 2. the lands will be used solely for the implementation and operation of the SmartTrack Stations Program; and 3. the lands will be subject to the reservation of easements or such other interests, as required for City purposes; and b. such other terms and provisions deemed appropriate as may, in the opinion of the Deputy City Manager, Corporate Services or the City Solicitor, be desirable to give effect the real estate principles set out in the Term Sheet. 8. City Council authorize the implementation of the real estate principles identified in the Term Sheet in respect of the SmartTrack Transit Lands as follows: a. authorize the permanent closure of any SmartTrack Transit Lands that are public highways and exempt these lands from the requirements of City of Toronto Municipal Code Chapter 162, Public Notice; b. direct the appropriate City staff to advise the public of the proposed closures of any SmartTrack Transit Lands that are public highways, prior to implementation, in accordance with the requirements of the Municipal Class Environmental Assessment for Schedule A+ activities, by posting notice of the proposed closures on the notices page of the City's website; c. authorize the granting of easements for services and utilities in the SmartTrack Transit Lands for nominal consideration in accordance with the Term Sheet on terms satisfactory to the Deputy City Manager, Corporate Services, and in a form acceptable to the City Solicitor; and d. exempt the disposition of the SmartTrack Transit Lands from policies generally applicable to the disposal of City land and authorize the Deputy City Manager, Corporate Services to approve and execute such additional or other agreements or documents and to do all things deemed appropriate as may, in the opinion of the Deputy City Manager, Corporate Services or the City Solicitor, be desirable to give effect. 9. City Council direct the Deputy City Manager, Infrastructure and Development Services to report back to the Executive Committee prior to the issuance of any Request for Proposals related to the Bloor-Lansdowne Station, on what steps the City will take to ensure that Metrolinx continues to deliver on its commitments made to the local community during the consultation period for their transit expansion project, and to ensure that the following connections are funded by Metrolinx: a. the connection from the Bloor-Lansdowne station to the north part of the public realm of the Davenport Diamond; b. the connection from the Bloor-Lansdowne station to the Junction area through Dora Avenue and Sterling Road; c. the connection from the Bloor-Lansdowne station to the West Toronto Rail Path; and d. the connection to the public realm by bridge over the Davenport Diamond to Earlscourt Park. 10. City Council authorize the public release of Confidential Attachment 1 to the report (January 13, 2021) from the Deputy City Manager, Infrastructure and Development Services following the completion of the construction of the SmartTrack Stations Program.

  Staff recommendation as filed

  The Deputy City Manager, Infrastructure and Development Services recommends that: 1. City Council approve the terms set out in the term sheet attached as Attachment 1 to the report (January 13, 2021) from the Deputy City Manager, Infrastructure and Development Services (the "Term Sheet") and authorize the City Manager and any other relevant City officials, in consultation with the City Solicitor, to negotiate, enter into and execute amendments to the Ontario-Toronto Agreement in Principle with the Province of Ontario necessary for the implementation of the SmartTrack Stations Program (the "AIP Amendment") in accordance with the Term Sheet and on such other terms and conditions satisfactory to the City Manager and in a form satisfactory to the City Solicitor. 2. Subject to entering into the AIP Amendment in accordance with Recommendation 1, City Council endorse the re-allocation of $585 million in federal funding under the Investing in Canada Infrastructure Program - Public Transit Stream for the SmartTrack Stations Program to the revised SmartTrack Stations Program as described in the Term Sheet (the "Federal Funding"), and direct the City Manager to advise the Government of Canada and the Province of Ontario accordingly. 3. Subject to entering into the AIP Amendment in accordance with Recommendation 1 and receiving confirmation of the Federal Funding in accordance with the terms of the AIP Amendment, City Council approve a contribution of up to $1.463 billion to the Province for the SmartTrack Stations Program, inclusive of both $1.195 billion for Base Station Infrastructure and $268 million for City-Initiated Station Requirements. 4. Subject to entering into the AIP Amendment in accordance with Recommendation 1, City Council authorize the City Manager to negotiate and execute any agreements necessary with the Province and/or any other relevant provincial agency including a Master Agreement for the implementation of the SmartTrack Stations Program, based on the terms set out in the Term Sheet and on such other terms and conditions satisfactory to the City Manager and in a form satisfactory to the City Solicitor. 5. City Council direct the Chief Financial Officer and Treasurer to report back on required amendments, if any, to the capital funding and financing strategy for the SmartTrack Stations Program as part of the 2022 Budget process. 6. City Council with respect to the SmartTrack Stations Program: a. authorize the Deputy City Manager, Infrastructure and Development Services or designate to identify and approve the inclusion of enhancements to City infrastructure in or near work being done for the Program, as well as any investigative, planning and design studies considered necessary for City infrastructure and services in the vicinity of the Program ("Additional Infrastructure") which Metrolinx's contractor will be asked to construct as part of SmartTrack Stations Program procurements, subject to the following conditions: 1. the Deputy City Manager, Infrastructure and Development Services or designate, in consultation with the applicable Division Head, is of the view that the price provided by Metrolinx, as may be reviewed by an independent reviewer, for the Additional Infrastructure is fair and reasonable; and 2. the funding for the cost of the Additional Infrastructure is or will be available in the year required, within an approved capital budget; b. authorize the Deputy City Manager, Infrastructure and Development Services or designate, in consultation with the Chief Financial Officer and Treasurer, to obtain and pay for pre-estimates and estimates for Additional Infrastructure from Metrolinx; and c. authorize the Deputy City Manager, Infrastructure and Development Services or designate, in consultation with the Chief Financial Officer and Treasurer, to negotiate, enter into and execute Municipal Infrastructure Agreements with Metrolinx for Additional Infrastructure, including any amendments. 7. City Council delegate authority to the Deputy City Manager, Corporate Services, or designate, to negotiate and execute a real estate protocol with Metrolinx to implement the real estate principles set out in the Term Sheet, including: a. the disposal to Metrolinx of certain City property for nominal consideration in accordance with the Term Sheet that is determined by the Deputy City Manager, Corporate Services to be required for the implementation of the SmartTrack Stations Program (the "SmartTrack Transit Lands"), provided that: 1. the lands are not required for any current or future City purpose; 2. the lands will be used solely for the implementation and operation of the SmartTrack Stations Program; and 3. the lands will be subject to the reservation of easements or such other interests, as required for City purposes. b. such other terms and provisions deemed appropriate as may, in the opinion of the Deputy City Manager, Corporate Services or the City Solicitor, be desirable to give effect the real estate principles set out in the Term Sheet. 8. City Council authorize the implementation of the real estate principles identified in the Term Sheet in respect of the SmartTrack Transit Lands as follows: a. authorize the permanent closure of any SmartTrack Transit Lands that are public highways and exempt these lands from the requirements of City of Toronto Municipal Code Chapter 162, Public Notice; b. direct the appropriate City staff to advise the public of the proposed closures of any SmartTrack Transit Lands that are public highways, prior to implementation, in accordance with the requirements of the Municipal Class Environmental Assessment for Schedule A+ activities, by posting notice of the proposed closures on the notices page of the City's website; c. authorize the granting of easements for services and utilities in the SmartTrack Transit Lands for nominal consideration in accordance with the Term Sheet on terms satisfactory to the Deputy City Manager, Corporate Services, and in a form acceptable to the City Solicitor; and d. exempt the disposition of the SmartTrack Transit Lands from policies generally applicable to the disposal of City land and authorize the Deputy City Manager, Corporate Services to approve and execute such additional or other agreements or documents and to do all things deemed appropriate as may, in the opinion of the Deputy City Manager, Corporate Services or the City Solicitor, be desirable to give effect. 9. City Council authorize the public release of Confidential Attachment 1 following the completion of the construction of the SmartTrack Stations Program.

• EX20.3adopted

  City of Toronto Environmental, Social, and Governance (ESG) Annual Performance Report

  The City of Toronto has chosen to take the lead and be the first government in Canada to issue an ESG annual report to reflect its commitment and performance in each of three areas: Environment, Social, and Governance ("ESG"). Being a responsible, engaged and accountable government demonstrates our commitment to long-term sustainability for a vibrant city. Toronto is Canada's leading economic engine and one of the world's most diverse and livable cities. With strong governance, the City proactively leads with a sense of purpose and makes positive impacts across key ESG priorities through commitment, innovation, and transparency. Proper disclosure and consideration of ESG risks and opportunities is critical to demonstrating the City's commitment and accountability. A majority of international and domestic companies are increasingly now being rated on their impact and performance on ESG factors. Moving forward, both private and public organizations will be defined by how they handle ESG-related risks The objective of ESG reporting is to present important environmental, social and governance topics of interest to a wide range of stakeholders in a format they can use for decision-making. Integration of the United Nation's ESG principles into business decisions is growing on a global scale due to the demand for information and accountability by investors, banks, and key stakeholders such as the insurance sector. ESG risk factors are gaining importance both domestically and internationally and cannot be ignored. With the introduction of the ESG report, the City continues to enhance disclosure in line with industry best practices to demonstrate how it continues to deliver services in a way that protects our environment, considers equity and social needs and our social responsibility. The report outlines how the City has prioritized ESG as a critical part of building a sustainable and resilient future.

  The Executive Committee received the report (January 11, 2021) from the Chief Financial Officer and Treasurer for information.

  Staff recommendation as filed

  The Chief Financial Officer and Treasurer recommends that the Executive Committee receive this report for information.

• EX20.4amended

  Development Charges Policy Updates

  The City currently imposes development charges based upon a bylaw that was approved by Council on April 18, 2018. Subsequently, in December 2019, the Province introduced changes to the legislation that altered how development charges are calculated and collected. The changes, effective January 1, 2020, require development charges to be determined earlier, at planning application, and in the case of rental, institutional and non-profit housing, for the charges to be collected later, in annual instalments over five or 20 years beginning at occupancy. To mitigate the financial impact of these changes on the City, in December 2019 and January 2020, Council adopted interest charges to apply to the development charges "frozen" at planning application and to the new instalment payments, as permitted by Provincial legislation. This report recommends timeline updates and modifications to Council's interim development charges policy. These changes are intended to bridge City policies until there is an opportunity to undertake a comprehensive review of the bylaw, which is expected to be completed in spring 2022. In particular, Council's interest policies applicable to the mandatory instalments payments are proposed to be updated to prime plus three percent where no financial security is provided and the City's cost of capital plus half a percent where financial security is provided. Delegated authority is sought that would allow staff to collect development charges earlier, at building permit, instead of in instalments, and where a developer wished to pay at that time. The development charges applicable to non-profit long-term care development is proposed to be deferred until there is a change of use such that it no longer is a non-profit long-term care home. Finally, Council's interest policy for the development charges "frozen" based on the date of planning application would be extended. This is needed because the policy currently only applies to development applications received before November 1, 2020 and permits issued before November 1, 2021. Staff will continue to monitor the effects of the changes to legislation and bring forward recommended adjustments to policies for Council consideration, as may be deemed necessary.

  The Executive Committee recommends that: 1. With respect to rental, institutional and non-profit housing developments that are subject to the new mandatory instalment payments over five and 20 years pursuant to section 26.1 of the Development Charges Act, 1997, City Council: a. amend the Interest Policy previously adopted by City Council pursuant to section 26.1 (7) of the Development Charges Act, 1997, to provide that: i. interest will be applied at the Canadian Bank Prime rate plus three percent; and ii. the Policy will be effective on February 8, 2021, and applies to building permits issued on or after that date; b. authorize the Chief Financial Officer and Treasurer, in consultation with the Chief Building Official and Executive Director, Toronto Building and the City Solicitor, to enter into agreements, in a form satisfactory to the City Solicitor, to provide for interest charges at the City's cost of capital plus half a percent where financial security is provided based on the general terms and conditions in Attachment 1 to the report (January 13, 2021) from the Chief Financial Officer and Treasurer, and including any amendments to previously executed agreements, as necessary, relating to the payment of development charges; c. authorize the Chief Financial Officer and Treasurer, in consultation with the Chief Building Official and Executive Director, Toronto Building and the City Solicitor, to enter agreements, in a form satisfactory to the City Solicitor, to allow the option for the early payment of development charges at the time of building permit issuance based on the general terms and conditions in Attachment 2 to the report (January 13, 2021) from the Chief Financial Officer and Treasurer, and including any amendments to previously executed agreements, as necessary, relating to the payment of development charges; and d. authorize the Chief Financial Officer and Treasurer, in consultation with the Chief Building Official and Executive Director, Toronto Building and the City Solicitor, to enter into agreements, in a form satisfactory to the City Solicitor, to further defer the payment of development charges for non-profit long-term care homes for as long as they remain a non-profit long-term care use and based on the general terms and conditions in Attachment 3 to the report (January 13, 2021) from the Chief Financial Officer and Treasurer, including any amendments to previously executed agreements, as necessary, relating to the payment of development charges provided that amendments to any agreements do not result in financial impacts to the non-profit long-term care home, and City Council direct that, where financial impacts do exist, the Chief Financial Officer and Treasurer be required to bring the matter before City Council for approval. 2. City Council authorize the Chief Financial Officer and Treasurer, in consultation with the Chief Building Official and Executive Director, Toronto Building and the City Solicitor, to make such administrative amendments to the general terms and conditions in Attachments 1, 2 and 3 to the report (January 13, 2021) from the Chief Financial Officer and Treasurer, as necessary, to give effect to Recommendations in 1.b., c. and d. above. 3. City Council extend the Interest Policy previously adopted by City Council pursuant to Section 26.2 (3) of the Development Charges Act, 1997 pertaining to the "frozen" development charges such that the policy applies to any Site Plan and Rezoning Applications received, and any building permits issued, after November 1, 2020 and City Council direct the Chief Financial Officer and Treasurer to review the Interest Policy as part of the City's comprehensive Development Charges By-law update. 4. City Council authorize an amendment to the development charges deferral agreement for the Imam's clergy residence, Site Plan Application 12 113963 ESC 44 SA, on the lands currently known as 4640 Kingston Road, Scarborough, Ontario, to remove the requirement for financial security.

  Staff recommendation as filed

  The Chief Financial Officer and Treasurer recommends that: 1. With respect to rental, institutional and non-profit housing developments that are subject to the new mandatory instalment payments over five and 20 years pursuant to section 26.1 of the Development Charges Act, 1997, City Council: a. amend the interest policy previously adopted by City Council pursuant to section 26.1 (7) of the Development Charges Act, 1997 to provide that: i. interest will be applied at the Canadian Bank Prime rate plus three percent; and ii. the policy will be effective on February 8, 2021, and applies to building permits issued on or after that date; b. authorize the Chief Financial Officer and Treasurer, in consultation with the Chief Building Official and Executive Director, Toronto Building and the City Solicitor, to enter into agreements, in a form satisfactory to the City Solicitor, to provide for interest charges at the City's cost of capital plus half a percent where financial security is provided based on the general terms and conditions in Attachment 1, and including any amendments to previously executed agreements, as necessary, relating to the payment of development charges; c. authorize the Chief Financial Officer and Treasurer, in consultation with the Chief Building Official and Executive Director, Toronto Building and the City Solicitor, to enter agreements, in a form satisfactory to the City Solicitor, to allow the option for the early payment of development charges at the time of building permit issuance based on the general terms and conditions in Attachment 2, and including any amendments to previously executed agreements, as necessary, relating to the payment of development charges; and d. authorize the Chief Financial Officer and Treasurer, in consultation with the Chief Building Official and Executive Director, Toronto Building and the City Solicitor, to enter into agreements, in a form satisfactory to the City Solicitor, to further defer the payment of development charges for non-profit long-term care homes for as long as they remain a non-profit long-term care use and based on the general terms and conditions in Attachment 3, including any amendments to previously executed agreements, as necessary, relating to the payment of development charges. 2. City Council authorize the Chief Financial Officer and Treasurer, in consultation with the Chief Building Official and Executive Director, Toronto Building and the City Solicitor, to make such administrative amendments to the general terms and conditions in Attachment 1, 2 and 3, as necessary, to give effect to Recommendations in 1. b., c. and d. above. 3. City Council extend the interest policy previously adopted by Council pursuant to Section 26.2 (3) of the Development Charges Act, 1997 pertaining to the "frozen" development charges such that the policy applies to any Site Plan and Rezoning Applications received, and any building permits issued, after November 1, 2020 and City Council direct the Chief Financial Officer and Treasurer to review the interest policy as part of the City's comprehensive development charges bylaw update.

• EX20.5amended

  Property Tax Policies for 2021

  This report provides recommendations for property tax policies for the 2021 taxation year. The recommendations are consistent with and further Council's longstanding objectives for tax policy, designed to ensure the continued competitiveness of Toronto's business tax classes, while affording a level of protection to property owners affected by assessment-related property tax increases. Specifically, this report recommends continuing the policy of limiting (capping) allowable tax increases in 2021 to a maximum of 10% of a property's prior year's taxes, for any property in the commercial, industrial and multi-residential tax classes that would otherwise experience a property tax increase of greater than 10% and where the tax increase is greater than $500. The costs of capping protection will be funded by withholding (clawing-back) a portion of the tax decreases that would otherwise be experienced by other properties within each class, as has been the City's practice since 1998. These measures will ensure that no taxpayers within those tax classes will face an assessment-related tax increase that is greater than 10% of last year's property tax liability, provided the tax increase is greater than $500. In order to ensure that progress continues to be made in moving properties to their full Current Value Assessment (CVA) level of taxation, it is also recommended that Council adopt a policy that properties that are within $500 (plus or minus) of their full CVA level of taxation in the current year be taxed at full CVA taxation levels for the year, and therefore excluded from capping/claw-back provisions for that year. This report also responds to previous Council requests to evaluate the feasibility and financial implications of additional tax policy approaches, including adopting a small business tax class, adopting measures to address assessment volatility, re-evaluating targeted tax ratio reductions within the commercial, industrial and multi-residential classes, and revisiting the current strategies and CVA thresholds for graduated tax rates within the commercial residual tax class. Given that key provincial regulations that would allow for the adoption of a small business tax subclass and/or approaches that deal with assessment volatility have not yet been enacted, making it impossible to determine financial impacts, it is recommended that these measures be considered for implementation in the 2022 taxation year.

  The Executive Committee recommends that: 1. City Council adopt the following property tax capping polices, for the 2021 taxation year: a. limit tax increases for the commercial, industrial and multi-residential property classes by capping taxes at 10 percent of the preceding year's annualized taxes, by opting to have subsection 292(1), paragraph 1, of the City of Toronto Act, 2006, apply for the 2021 taxation year; b. continue to provide that the 10 percent cap on tax increases apply to any property within the commercial, industrial and multi-residential classes, regardless of whether the property had reached full Current Value Assessment taxation levels in a prior year, subject to the threshold adopted in Part 1.c. below; and c. for the purposes of subsection 292(1), paragraphs 3 and 4 of the City of Toronto Act, 2006, adopt a threshold limit of $500 to determine the taxes for municipal and school purposes, such that properties that are within $500 (plus or minus) of their full Current Value Assessment level of taxation in the current year are taxed at full Current Value Assessment taxation levels for the year, and are therefore excluded from capping/claw-back provisions for that year. 2. City Council direct the Chief Financial Officer and Treasurer to review and report back to the Executive Committee and City Council during 2021 on additional tax policy options, including the potential to define a small business tax class to provide a lower tax rate for qualifying properties, and other potential measures to address impacts on properties that may be subject to large increases in assessed value based on speculative or hypothetical uses, rather than the current use of the property, all for consideration for 2022 and future years.

  Staff recommendation as filed

  The Chief Financial Officer and Treasurer recommends that: 1. City Council adopt the following property tax capping polices, for the 2021 taxation year: a. limit tax increases for the commercial, industrial, and multi-residential property classes by capping taxes at 10 percent of the preceding year's annualized taxes, by opting to have subsection 292(1), paragraph 1, of the City of Toronto Act, 2006, apply for the 2021 taxation year; b. continue to provide that the 10 percent cap on tax increases apply to any property within the commercial, industrial and multi-residential classes, regardless of whether the property had reached full Current Value Assessment taxation levels in a prior year, subject to the threshold adopted in Part c. below; and c. for the purposes of subsection 292(1), paragraphs 3 and 4 of the City of Toronto Act, 2006, adopt a threshold limit of $500 to determine the taxes for municipal and school purposes, such that properties that are within $500 (plus or minus) of their full Current Value Assessment level of taxation in the current year are taxed at full Current Value Assessment taxation levels for the year, and are therefore excluded from capping/claw-back provisions for that year. 2. City Council direct the Chief Financial Officer and Treasurer to review and report back to Executive Committee and Council during 2021 on additional tax policy options, including the potential to define a small business tax class to provide a lower tax rate for qualifying properties, and other potential measures to address impacts on properties that may be subject to large increases in assessed value based on speculative or hypothetical uses, rather than the current use of the property, all for consideration for 2022 and future years.

• EX20.6amended

  CaféTO and CurbTO - Pandemic Response Programs

  CurbTO and CaféTO are two significant pandemic response programs initiated in Spring 2020 to support local Toronto businesses by accommodating rapid access to the public right-of-way for expanded outdoor dining, customer line-ups and quick parking opportunities throughout the city. The CurbTO program provided additional space in the right-of-way to local businesses and community agencies to assist with new physical distancing and capacity requirements. The CaféTO program provided a streamlined process and financial assistance to Toronto restaurant and bar operators wishing to install cafés on City sidewalks and streets, which was particularly critical for establishments facing capacity restrictions and without previous access to outdoor dining space. The CaféTO program had a distinct impact on the economic vitality of participating businesses and their retail main street neighbours as well as a clear effect on the vibrancy of our streets. CaféTO created safe spaces for families and friends to see one another while simultaneously providing an opportunity to support the local economy and animate Toronto's retail main streets. This report provides details on the CurbTO and CaféTO program activities in 2020, and proposes reprising the CaféTO program with additional enhancements, including registration and implementation efficiencies, additional permissions for decks, platforms and fencing, ongoing financial support through targeted grants and waiving participation fees as well as continuing to deploy equipment and closing curb lanes on behalf of café operators.

  The Executive Committee recommends that: 1. City Council authorize the General Manager, Transportation Services, in consultation with the Executive Director, Municipal Licensing and Standards, to establish a program to allow for the review, approval and installation of sidewalk cafés, curb lane/parklet cafés or public parklets without applicants having to comply with certain requirements of Municipal Code Chapter 742, Sidewalk Cafés, Parklets and Marketing Displays, during the following terms: a. a café installed on a sidewalk (being a curbside café or frontage café) from no earlier than April 15, 2021 to no later than April 14, 2022, inclusive; and/or b. a curb lane/parklet café or public parklet from no earlier than May 8, 2021 to no later than November 10, 2021, inclusive. 2. In establishing a program under Recommendation 1 above, City Council direct that the General Manager, Transportation Services shall consider: a. which requirements from Municipal Code Chapter 742, Sidewalk Cafés, Parklets and Marketing Displays should apply to the sidewalk cafés, curb lane/parklet cafés or public parklets under the program; b. appropriate guidelines for the General Manager, Transportation Services to review and approve the sidewalk cafés, curb lane/parklet cafés or public parklets under the program; c. appropriate indemnification and insurance requirements to protect the City provided that any insurance requirement for the program requires at least $1,000,000 in general liability coverage; d. advice from the Medical Officer of Health to ensure the health and safety of all persons using the sidewalk cafés, curb lane/parklet cafés or public parklets under the program; and e. requirements for the location, materials, usage, maintenance and removal of the sidewalk cafés, curb lane/parklet cafés or public parklets under the program to ensure the health and safety of all users of City highways, including: i. that a café or parklet on a local road be closed and cleared of customers by 11:00 p.m. unless hours of operation have been imposed previously by a Community Council for an existing café or parklet area, in which case both the existing and the extended café or parklet area be operated in accordance with the Community Council-imposed hours; ii. where conditions other than hours of operation have been imposed previously by Community Council for an existing café or parklet area, that both the existing and the extended café or parklet area must be operated in accordance with the Community Council-imposed conditions; and iii. where conditions have been imposed by Community Council on sidewalk cafés, curb lane/parklet cafés or public parklets in similar circumstances, that those Community Council-imposed conditions should apply. 3. City Council authorize the General Manager, Transportation Services to approve applications to install and maintain sidewalk cafés, curb lane/parklet cafés or public parklets where the application complies with the program adopted by the General Manager, Transportation Services, under Recommendation 1 above, and where the approval conflicts with Municipal Code Chapter 742, Sidewalk Cafés, Parklets and Marketing Displays, the approval of the General Manager, Transportation Services shall prevail to the extent of the conflict. 4. City Council waive fees required under Municipal Code Chapter 742, Sidewalk Cafés, Parklets and Marketing Displays, Municipal Code Chapter 743, Streets and Sidewalks, Use of, and Municipal Code Chapter 441, Fees and Charges, for any sidewalk, curb lane/parklet café or public parklet approved by the General Manager, Transportation Services, under the program described in Recommendation 1 above. 5. City Council amend Municipal Code Chapter 937, Temporary Closing of Highways, to delegate to the General Manager, Transportation Services, until November 10, 2021 the authority to temporarily close to vehicular traffic the curb lanes or any portion thereof on any highway (with the exception of those highways listed in section 937-4) for a period up to and including 187 consecutive days from May 8, 2021 to November 10, 2021, inclusive, for the purpose of permitting a curb lane/parklet café or public parklet approved by the General Manager, Transportation Services, under the program described in Recommendation 1 above, and to exempt the General Manager, Transportation Services in carrying out this delegation from Section 937-5 of Chapter 937. 6. City Council authorize the General Manager, Transportation Services, when approving a sidewalk café, curb lane/parklet café or public parklet under the CaféTO program, to confirm that the City of Toronto does not object to the temporary physical extension of liquor sales under section 97 of regulation 719 under the Liquor Licence Act for that approved area and to withdraw this confirmation if the operator of a sidewalk café, curb lane/parklet café or public parklet, in the opinion of the General Manager, Transportation Services, subsequently fails to comply with the CaféTO program, applicable City By-laws or policies, or municipal or provincial orders. 7. City Council authorize the General Manager, Transportation Services to review and approve variations to the CaféTO program and guidelines, in consultation with the local Councillor, and in consideration of past complaints reported at the address and conditions imposed by Community Council in similar local circumstances. 8. City Council direct the General Manager, Transportation Services, the Executive Director, Municipal Licensing and Standards and the Acting General Manager, Economic Development and Culture to report back to the Executive Committee by the fourth quarter of 2021 on the feasibility of continuing the CaféTO program in 2022 and beyond, including budget, staffing requirements, a proposed financial model, the results of a traffic and economic impact analysis and any necessary modifications to Chapter 742, Sidewalk Cafés, Parklets and Marketing Displays. 9. City Council request the Chief Planner and Executive Director, City Planning, to report to the Planning and Housing Committee by no later than April 22, 2021 on whether to extend the expiration of City-wide Temporary Use Zoning By-laws that ease restrictions on outdoor patios on private property. 10. City Council authorize the City Solicitor to introduce the necessary Bills to give effect to City Council's decision and City Council authorize the City Solicitor to make any necessary clarifications, refinements, minor modifications, technical amendments, or By-law amendments as may be identified by the City Solicitor to give effect to the reasonable operation of the sidewalk cafés, curb lane/parklet cafés or public parklets under the program as described in the report (January 13, 2021) from the General Manager, Transportation Services. 11. City Council authorize the General Manager, Parks, Forestry and Recreation, in consultation with the Executive Director, Municipal Licensing and Standards, to extend the CafeTO program (including the authority with respect to liquor sales, and the waiving of any applicable fees under Municipal Code Chapter 608, Parks) to allow for the review, approval, installation and maintenance of food and beverage patios operated by established restaurants and cafés immediately adjacent to, or located in, park spaces with hard surfacing from April 15, 2021 to April 14, 2022, inclusive, where the application complies with the program adopted by the General Manager, Parks, Forestry and Recreation, and where the approval conflicts with any provision of Municipal Code Chapter 608, Parks, the approval of the General Manager, Parks, Forestry and Recreation shall prevail to the extent of the conflict. 12. City Council confirm that it does not object to the temporary physical extension of liquor sales under section 97 of regulation 719 under the Liquor Licence Act for an outdoor patio located on private property that is permitted under applicable Zoning By-law(s) in the City of Toronto, including any Temporary Use Zoning By-law adopted by City Council. 13. City Council authorize the Executive Director, Municipal Licensing and Standards to withdraw the non-objection under Recommendation 12 above, if the operator of an outdoor patio, in the opinion of the Executive Director, Municipal Licensing and Standards, subsequently fails to comply with applicable Zoning By-law(s), including any Temporary Use Zoning By-law adopted by City Council, applicable City By-laws or policies, or municipal or provincial orders. 14. City Council amend sections 742-14.3D, 742-14.5A and 742-14.5B of Municipal Code Chapter 742, Sidewalk Cafés, Parklets and Marketing Displays, so that the word "person" is also used wherever the phrase "permit holder" is used, and replace the phrase "in a permit area" with "on a street" in section 742.14.5A. 15. City Council request the General Manager, Economic Development and Culture to work with partner divisions and external partners, as an enhancement to the CafeTO initiative, to explore supporting innovations to enhance safe outdoor dining and other entertainment activities to extend the operation of such businesses into colder months over fall/winter 2021, with any approaches considered to be in full accordance with relevant public health regulations and in compliance with municipal regulations governing such activity, while also addressing accessibility needs. 16. City Council direct the General Manager, Transportation Services, in consultation with the General Manager, Municipal Licensing and Standards, and accessibility stakeholders, to develop accessibility guidelines and workshops, on the CurbTO and CaféTO programs, and report back on these initiatives to the Toronto Accessibility Advisory Committee by the end of the second quarter of 2021 or prior to implementation, such guidelines to include: a. uniform standards on the use of asphalt ramps; b. inspection and enforcement schedule; and c. standards of design of curb lane patios. 17. City Council request the General Manager, Transportation Services, the Executive Director, Municipal Licensing and Standards and the General Manager, Economic Development and Culture to prepare a "who does what" guide and contact document for the purposes of dealing with the City of Toronto in connection with the CafeTO and CurbTO programs in as efficient and user friendly a manner as possible. 18. City Council request the General Manager, Transportation Services, the Executive Director, Municipal Licensing and Standards and the General Manager, Economic Development and Culture to explore a modest acceleration to the timetable for CafeTO installations such that as many such installations who complete the application process in a timely manner can have their installations available for use over the full 2021 Victoria Day Weekend. 19. City Council request the General Manager, Transportation Services, the Executive Director, Municipal Licensing and Standards, and the General Manager, Economic Development and Culture to work with City Councillors from Scarborough to develop a component of CafeTO and CurbTO which will ensure a more expansive participation in the area for both programs.

  Staff recommendation as filed

  The General Manager, Transportation Services, the Executive Director, Municipal Licensing and Standards and the Acting General Manager, Economic Development and Culture recommend that: 1. City Council authorize the General Manager, Transportation Services, in consultation with the Executive Director, Municipal Licensing and Standards, to establish a program to allow for the review, approval and installation of sidewalk cafés, curb lane/parklet cafés or public parklets without applicants having to comply with certain requirements of Municipal Code Chapter 742, Sidewalk Cafés, Parklets and Marketing Displays, during the following terms: a. a café installed on a sidewalk (being a curbside café or frontage café) from no earlier than April 15, 2021 to no later than April 14, 2022, inclusive; and/or b. a curb lane/parklet café or public parklet from no earlier than May 8, 2021 to no later than November 10, 2021, inclusive. 2. In establishing a program under Recommendation 1, the General Manager, Transportation Services shall consider: a. which requirements from Municipal Code Chapter 742, Sidewalk Cafés, Parklets and Marketing Displays should apply to the sidewalk cafés, curb lane/parklet cafés or public parklets under the program; b. appropriate guidelines for the General Manager, Transportation Services to review and approve the sidewalk cafés, curb lane/parklet cafés or public parklets under the program; c. appropriate indemnification and insurance requirements to protect the City provided that any insurance requirement for the program requires at least $1,000,000 in general liability coverage; d. advice from the Medical Officer of Health to ensure the health and safety of all persons using the sidewalk cafés, curb lane/parklet cafés or public parklets under the program; and e. requirements for the location, materials, usage, maintenance and removal of the sidewalk cafés, curb lane/parklet cafés or public parklets under the program to ensure the health and safety of all users of City highways, including: i. that a café or parklet on a local road be closed and cleared of customers by 11:00 p.m. unless hours of operation have been imposed previously by a Community Council for an existing café or parklet area, in which case both the existing and the extended café or parklet area be operated in accordance with the Community Council-imposed hours; ii. where conditions other than hours of operation have been imposed previously by Community Council for an existing café or parklet area, that both the existing and the extended café or parklet area must be operated in accordance with the Community Council-imposed conditions; and iii. where conditions have been imposed by Community Council on sidewalk cafés, curb lane/parklet cafés or public parklets in similar circumstances, that those Community Council-imposed conditions should apply. 3. City Council authorize the General Manager, Transportation Services, to approve applications to install and maintain sidewalk cafés, curb lane/parklet cafés or public parklets where the application complies with the program adopted by the General Manager, Transportation Services, under Recommendation 1, and where the approval conflicts with Municipal Code Chapter 742, Sidewalk Cafés, Parklets and Marketing Displays, the approval of the General Manager shall prevail to the extent of the conflict. 4. City Council waive fees required under Municipal Code Chapter 742, Sidewalk Cafés, Parklets and Marketing Displays, Municipal Code Chapter 743, Streets and Sidewalks, Use of, and Municipal Code Chapter 441, Fees and Charges, for any sidewalk, curb lane/parklet café or public parklet approved by the General Manager, Transportation Services, under the program described in Recommendation 1. 5. City Council amend Municipal Code Chapter 937, Temporary Closing of Highways, to delegate to the General Manager, Transportation Services, until November 10, 2021 the authority to temporarily close to vehicular traffic the curb lanes or any portion thereof on any highway (with the exception of those highways listed in section 937-4) for a period up to and including 187 consecutive days from May 8, 2021 to November 10, 2021, inclusive, for the purpose of permitting a curb lane/parklet café or public parklet approved by the General Manager, Transportation Services, under the program described in Recommendation 1, and to exempt the General Manager, Transportation Services, in carrying out this delegation from Section 937-5 of Chapter 937. 6. City Council authorize the General Manager, Transportation Services, when approving a sidewalk café, curb lane/parklet café or public parklet under the CaféTO program, to confirm that the City of Toronto does not object to the temporary physical extension of liquor sales under section 97 of regulation 719 under the Liquor Licence Act for that approved area and to withdraw this confirmation if the operator of a sidewalk café, curb lane/parklet café or public parklet, in the opinion of the General Manager, subsequently fails to comply with the CaféTO program, applicable City By-laws or policies, or municipal or provincial orders. 7. City Council authorize the General Manager, Transportation Services to review and approve variations to the CaféTO program and guidelines, in consultation with the local Councillor and in consideration of past complaints reported at the address and conditions imposed by Community Council in similar local circumstances. 8. City Council direct the General Manager, Transportation Services, the Executive Director, Municipal Licensing and Standards and the Acting General Manager, Economic Development and Culture to report back to Executive Committee by Q4 2021 on the feasibility of continuing the CaféTO program in 2022 and beyond, including budget, staffing requirements, a proposed financial model, the results of a traffic and economic impact analysis and any necessary modifications to Chapter 742, Sidewalk Cafés, Parklets and Marketing Displays. 9. City Council request the Chief Planner and Executive Director, City Planning Division, to report to the Planning and Housing Committee by no later than April 22, 2021 on whether to extend the expiration of city-wide temporary use zoning by-laws that ease restrictions on outdoor patios on private property. 10. City Council authorize the City Solicitor to introduce the necessary bills to give effect to City Council's decision and City Council authorize the City Solicitor to make any necessary clarifications, refinements, minor modifications, technical amendments, or by-law amendments as may be identified by the City Solicitor to give effect to the reasonable operation of the sidewalk cafés, curb lane/parklet cafés or public parklets under the program as described in the report from the General Manager, Transportation Services, dated January 13, 2021. 11. City Council authorize the General Manager, Parks, Forestry and Recreation, in consultation with the Executive Director, Municipal Licensing and Standards, to extend the CafeTO program (including the authority with respect to liquor sales, and the waiving of any applicable fees under Municipal Code Chapter 608, Parks) to allow for the review, approval, installation and maintenance of food and beverage patios operated by established restaurants and cafés immediately adjacent to, or located in, park spaces with hard surfacing from April 15, 2021 to April 14, 2022, inclusive, where the application complies with the program adopted by the General Manager, Parks, Forestry and Recreation, and where the approval conflicts with any provision of Municipal Code Chapter 608, Parks, the approval of the General Manager, Parks, Forestry and Recreation shall prevail to the extent of the conflict. 12. City Council confirm that it does not object to the temporary physical extension of liquor sales under section 97 of regulation 719 under the Liquor Licence Act for an outdoor patio located on private property that is permitted under applicable zoning by-law(s) in the City of Toronto, including any temporary use Zoning By-law adopted by Council. 13. City Council authorize the Executive Director, Municipal Licensing and Standards to withdraw the non-objection under Recommendation 12 above, if the operator of an outdoor patio, in the opinion of the Executive Director, Municipal Licensing and Standards, subsequently fails to comply with applicable Zoning By-law(s), including any Temporary Use Zoning By-law adopted by Council, applicable City by-laws or policies, or municipal or provincial orders. 14. City Council amend sections 742-14.3D, 742-14.5A and 742-14.5B of Municipal Code Chapter 742, Sidewalk Cafés, Parklets and Marketing Displays, so that the word "person" is also used wherever the phrase "permit holder" is used, and replace the phrase "in a permit area" with "on a street" in section 742.14.5A.

• EX20.7amended

  Advancing the Community Benefits Framework

  When the Community Benefits Framework was adopted in 2019, it signaled the City of Toronto's commitment to maximizing the use of City levers to create social and economic impact through community benefits initiatives. A number of key factors have led to high demand and expectations for community benefits in Toronto today. Major public infrastructure investments across Canadian provinces and municipalities, the looming shortage of skilled trade workers in construction, and the establishment of high- profile precedent-setting community benefits agreements, including those that directly involve the City such as Rexdale - Casino Woodbine, and those led by external partners such as Metrolinx's Eglinton Crosstown, are all contributing factors. Additionally, the disproportionate impacts of COVID-19 and the emphasized need for a recovery and rebuild strategy that prioritizes Indigenous, Black and equity-seeking communities, have highlighted the importance for community benefits initiatives to maximize municipal levers to create inclusive economic opportunities. The City of Toronto currently has four established and active community benefits initiatives: Social Procurement Policy and Program, Housing Now Initiative, Rexdale - Casino Woodbine Community Benefits Agreement, and Imagination, Manufacturing, Innovation and Technology Program. In addition to these four initiatives, there are at least ten new community benefits initiatives that are currently being reviewed across City divisions and corporations. Six of the new initiatives are directed by City Council to include community benefits. This report responds to direction from Toronto City Council in 2019 to report back with recommendations and an indication of required resources to move the Community Benefits Framework forward. Implementing community benefits is complex and resource intensive. Given the high demand and significant potential of community benefits initiatives, it is now necessary to dedicate greater staff resources in order to address the challenges and maximize the opportunity. The report outlines the key areas of work that will be prioritized, specifically the development of: Coordinated systems approaches to local and social hiring pathways that connect employers, job seekers, employment agencies, training programs, unions, and community partners[1]; Monitoring and evaluation framework that guides disaggregated data collection and analysis on common outcomes, outputs and socio-economic impacts to be tracked across all community benefits initiatives; and Community benefits implementation "How To" protocols and processes to guide the City of Toronto and its stakeholders. Additionally, the report highlights the broader systems and policy issues that will be addressed in the next phase of work, including: better defining equity-seeking populations, establishing processes to set hard targets, developing mechanisms to expand the pool of diverse and local suppliers, and strengthening engagement with employers and industry leaders to forecast opportunities. While there is tremendous enthusiasm for the pursuit of ambitious community benefits at the City of Toronto, the work of achieving and reporting on those community benefits has only just begun. Investment of time and resources are required to enable the City to maximize the potential of community benefits as part of inclusive economic recovery and growth.

  The Executive Committee recommends that: 1. City Council direct the Executive Director, Social Development, Finance and Administration, in collaboration with the General Manager, Toronto Employment and Social Services, the General Manager, Economic Development and Culture and the Chief Purchasing Officer, to report to the Economic and Community Development Committee in the third quarter of 2022 with a Progress Update on the design and pilot testing of the Community Benefits Framework implementation models, as well as a proposed approach to prioritize community benefits projects and initiatives to be supported and implemented by the Community Benefits Framework. 2. City Council direct the Chief Procurement Officer, in collaboration with the Executive Director, Social Development, Finance and Administration, the General Manager, Economic Development and Culture, the Manager, Confronting Anti-Black Racism Office and the Manager, Indigenous Affairs Office, to aspire to an annual 10 percent increase starting in 2021, in the number of vendors on the City's diverse supplier list, with a focus on increasing representation of Black-owned and Indigenous-owned businesses, to be in alignment with the Confronting goal to achieve 7.5 percent Black business enrollments in the City's diverse supplier list, by identifying or creating business development opportunities, conducting targeted outreach with business and community stakeholder groups, and reviewing and addressing potential barriers to participation including supplier council certification. 3. City Council direct the Chief Procurement Officer, in collaboration with the Executive Director, Social Development, Finance and Administration, to conduct a five-year review (2017-2021) of the Social Procurement Policy to identify successes and improvements needed in the Social Procurement Policy, and to report back to the Executive Committee in the third quarter of 2022. 4. City Council request the Executive Director, Social Development, Finance and Administration to consult with the Toronto District School Board leadership of Step to Construction regarding their vision, program and recommendations to have students placed on job sites on Toronto's publicly funded construction projects; and explore and consider a minimum hard target for equity seeking groups for hiring in construction across all large scale infrastructure projects.

  Staff recommendation as filed

  The Executive Director, Social Development, Finance and Administration recommends that: 1. City Council direct the Executive Director, Social Development, Finance and Administration, in collaboration with the General Manager, Toronto Employment and Social Services, General Manager, Economic Development and Culture, and Chief Purchasing Officer, to report to the Economic and Community Development Committee in the third quarter of 2022 with a Progress Update on the design and pilot testing of the Community Benefits Framework implementation models, as well as a proposed approach to prioritize community benefits projects and initiatives to be supported and implemented by the Community Benefits Framework.

• EX20.8amended

  Affordable Internet Connectivity for All - ConnectTO

  In the recent years, it has become apparent that access to high-speed internet is necessary for residents to equitably participate in day to day life. Geographically, almost all of Toronto can connect to home internet, but not everyone has sufficient service. The COVID-19 pandemic has highlighted gaps, vulnerabilities and the need for adequate internet services to be more accessible and affordable for everyone. Some Torontonians are being left behind in the digital divide because there are gaps to high-speed internet, leaving some areas underserved. Even in areas where there is high-speed connectivity, high prices effectively result in vulnerable Torontonians being left without adequate access. The City needs to advance socio-economic opportunities for vulnerable populations, which is essential to ensuring greater prosperity for all. Digital equity and bridging the digital divide is a key principle of the City's Poverty Reduction Strategy. Access to affordable high-speed internet will address barriers faced by residents participating in the labour force by improving access to economic opportunities. Lower internet prices will decrease barriers, aid financial stability, and improve access to City services for equity-seeking groups. A digitally connected Toronto means people can prosper and enjoy a better quality of life. Increasing the penetration of affordable high-speed internet services will help address these equity issues, and empower the City to bridge the digital divide. In addition, it will nurture innovation, drive job creation, encourage economic growth, and realize long term benefits to the COVID-19 recovery plan. The City is uniquely positioned to leverage public assets for the public good - locating a fibre optic network (commonly referred to as fibre) where it is needed most and enabling high-speed internet service at more affordable prices. Technology Services is seeking City Council's support to lead "ConnectTO", a collaborative program that aims to centralize stewardship of municipal resources and assets to deliver the City's goals on equity and connectivity, including creation of a City of Toronto broadband network. Broadband refers to internet service that is always on and available at higher speeds than traditional dial-up Internet services. This City of Toronto fibre-enabled broadband network is envisioned to: - Leverage and connect City assets (i.e. fibre, buildings, Right of Way, etc) as the City's contribution to the program to unlock public asset value. - Create collaboration between the City, or a City entity, and the private sector to connect underserved areas with fibre to create a City-wide high-speed broadband network, where the private sector partner will deliver the internet to homes and businesses. - Offer open access to this network to any qualified companies, at a fair price, to generate revenue. - Ensure revenue is re-invested in our communities, such as enabling internet costs for vulnerable Torontonians at a lower rate. The proposed program is not positioning the City as an Internet Service Provider competitor. ConnectTO is meant to complement, not compete with the current landscape, by filling gaps in fibre connectivity to underserved areas. The goal of the program is to provide the City with a direct voice where broadband internet is delivered and reduce internet costs for vulnerable residents. The program also aims to streamline and update existing City processes to ensure internet connectivity (public Wi-Fi, laying fibre conduits in existing construction work, etc) is embedded in planning and execution of various City activities. Staff are proposing a phased approach to program delivery to ensure lessons are learned at each step to build the proper foundation for the City-wide deployment. City staff have been engaging in discussions with staff at the Provincial and Federal levels to seek alignment and understanding of priorities on broadband. In addition, staff have engaged in similar conversations with other municipalities and regions in the Greater Toronto and Hamilton Area. These dialogues are intended to develop a regional approach to digital infrastructure over the long-term. Aligned with the Council approved Digital Infrastructure Plan principles, and with recommendations from the Toronto Office of Recovery and Rebuild, the proposed pillars of this program are: - Increase digital equity and bridge the digital divide in Toronto by bringing access and affordable high-speed internet to underserved Toronto residents. - Stimulate Toronto's economic recovery and growth by enabling the digital economy and connecting businesses and workers with high-speed internet. - Support the City of Toronto's long-term fiscal health by creating and leveraging City assets to unlock value. - Solidify Toronto's position as an innovation and technology leader, by enabling future and emerging technologies in the tech ecosystem. Social Development, Finance and Administration, People and Equity, Economic Development and Culture, City Planning, Transportation Services, Corporate Real Estate Management, Legal Services, and the City Manager's Office were consulted in the preparation of this report. In addition, Toronto Transit Commission, Toronto Public Library, and CreateTO were consulted on this report.

  The Executive Committee recommends that: 1. City Council direct the Chief Technology Officer, supported by the General Manager, Economic Development and Culture, the Executive Director, Social Development, Finance and Administration, the Chief Planner and Executive Director, City Planning, the General Manager, Transportation Services, the Executive Director, Corporate Real Estate Management, as well as request support from the Chief Executive Officer, Toronto Transit Commission, the Chief Librarian, Toronto Public Library, and the Chief Executive Officer, CreateTO, to develop a strategic framework, workplan and implement Phase 1 of ConnectTO, including, where applicable, to negotiate, enter into and execute any agreements with other public entities that may be necessary to implement Phase 1 of ConnectTO upon which terms and conditions satisfactory to the Chief Technology Officer, and in a form acceptable to the City Solicitor, to leverage municipal broadband to bring access to affordable high-speed internet for all Toronto residents and businesses, especially those who are vulnerable and underserved by digital infrastructure. 2. City Council direct the Chief Technology Officer, the Chief People Officer and the Executive Director, Social Development, Finance and Administration to develop a digital equity policy as part of the Digital Infrastructure Plan, building on the Data for Equity Strategy, in consultation with residents and stakeholders, that outlines a vision for an equitable and resilient Toronto through inclusive access to technology and internet. 3. City Council direct the Deputy City Manager, Corporate Services, the Chief Financial Officer and Treasurer, and the City Solicitor to review the desirability, feasibility and sustainability of business models of municipal broadband delivery, including but not limited to joint ventures and public-private partnerships, and issue any solicitations as desired. 4. City Council request the Deputy City Manager, Corporate Services, working with appropriate staff, including Toronto Community Housing Corporation, to examine ways to integrate affordable high-speed internet into all new affordable housing development projects and all large-scale revitalization projects, such as affordable housing, affordable rental housing, social housing and rent geared to household income units. 5. City Council request the Chief Technology Officer and the Chief Procurement Officer to engage with the City's tech community in an information gathering session, to leverage community expertise, prior to the tender documents being finalized for ConnectTO. 6. City Council request the Chief Technology Officer to report back to the Executive Committee by end of 2021 to provide an update on digital equity, digital access and municipal broadband.

  Staff recommendation as filed

  The Chief Technology Officer, Technology Services Division, recommends that: 1. City Council direct the Chief Technology Officer, supported by the General Manager of Economic Development and Culture, Executive Director of Social Development, Finance and Administration, Chief Planner and Executive Director, City Planning, General Manager of Transportation Services, Executive Director of Corporate Real Estate Management, as well as request support from the heads of the Toronto Transit Commission, Toronto Public Library, and CreateTO, to develop a strategic framework, workplan, and implement Phase 1 of ConnectTO, including, where applicable, to negotiate, enter into and execute any agreements with other public entities that may be necessary to implement Phase 1 of ConnectTO upon which terms and conditions satisfactory to the Chief Technology Officer, and in a form acceptable to the City Solicitor, to leverage municipal broadband to bring access to affordable high-speed internet for all Toronto residents and businesses, especially those who are vulnerable and underserved by digital infrastructure. 2. City Council direct the Chief Technology Officer, Chief People Officer, and Executive Director of Social Development, Finance and Administration, to develop a digital equity policy as part of the Digital Infrastructure Plan, building on the Data for Equity Strategy, in consultation with residents and stakeholders, that outlines a vision for an equitable and resilient Toronto through inclusive access to technology and internet. 3. City Council direct the Deputy City Manager, Corporate Services, Chief Financial Officer and Treasurer, and the City Solicitor to review the desirability, feasibility and sustainability of business models of municipal broadband delivery, including but not limited to joint ventures and public-private partnerships, and issue any solicitations as desired. 4. City Council request the Chief Technology Officer to report back to Executive Committee by end of 2021 to provide an update on digital equity, digital access, and municipal broadband.

• EX20.9amended

  Toronto Seniors Housing Corporation Board of Directors

  The City of Toronto's new seniors housing corporation will operate affordable rental and social housing for approximately 14,000 low and moderate-income senior households in 83 senior-designated buildings. These housing units are currently operated by the Seniors Housing Unit of Toronto Community Housing Corporation. While Council has approved in principle the creation of the seniors housing corporation, it has yet to be legally incorporated due to the impact of COVID-19 on City resources. Staff will be reporting back on timing for incorporation in spring 2021. Despite the delay, two key decisions necessary to establish the corporation are recommended at this time. In anticipation of legal incorporation of the seniors housing corporation, this report recommends the Terms of Reference for the Board of Directors for the seniors housing corporation, and directs the City Clerk to initiate recruitment of the Board. Starting the Board appointments process at this time will accelerate the process to establish the seniors housing corporation, and position the Board to guide the initial development of the organization.

  The Executive Committee recommends that: 1. City Council approve the Terms of Reference for the City of Toronto's Seniors Housing Corporation Board in Attachment 1 to the report (January 13, 2021) from the Deputy City Manager, Community and Social Services, as amended by Part 2 below. 2. City Council amend the Terms of Reference for the Seniors Housing Corporation Board: a. by replacing the Appointment Process with the following to ensure that it's consistent with the selection process for the tenant directors to the Toronto Community Housing Corporation: The appointment of public members to the Seniors Housing Corporation will follow the provisions of the City's Public Appointments Policy. For the five (5) public members at large, the Corporations Nominating Panel will review applications, conduct interviews, and recommend nominees to City Council for appointment to the Board. For the two (2) public members that are current tenants of seniors housing corporation buildings, City staff, with input from seniors housing corporation tenants will conduct outreach, review applications, conduct interviews, and recommend nominees to the Corporation Nominating Panel. The Corporation Nominating Panel will recommend nominees to City Council for appointment to the Board; and b. by amending the composition to require that the majority of the Board members be senior citizens, including but not limited to those seniors living in Toronto Community Housing. 3. City Council direct that, for the first two years following incorporation, the composition of the City of Toronto's Seniors Housing Corporation Board shall include the City Manager or designate sitting in an ex-officio non-voting capacity. 4. City Council direct the City Clerk to immediately initiate the recruitment process for the City of Toronto's Seniors Housing Corporation Board in accordance with the Public Appointments Policy, the Business Corporations Act (Ontario), the Striking Committee Process and the Board Terms of Reference in Attachment 1 to the report (January 13, 2021) from the Deputy City Manager, Community and Social Services, as amended by Part 2 above.

  Staff recommendation as filed

  The Deputy City Manager, Community and Social Services, recommends that: 1. City Council approve the Terms of Reference for the City of Toronto's seniors housing corporation Board in Attachment 1 of this report. 2. City Council direct that, for the first two years following incorporation, the composition of the City of Toronto's seniors housing corporation Board shall include the City Manager or designate sitting in an ex-officio non-voting capacity. 3. City Council direct the City Clerk to immediately initiate the recruitment process for the City of Toronto's senior housing corporation's Board in accordance with the Public Appointments Policy, the Business Corporations Act (Ontario), the Striking Committee Process, and the Board Terms of Reference in Attachment 1 of this report.

• EX20.10amended

  Drive-by Shootings and Lawrence Heights Emergency Safety and Security Response

  At its virtual meeting held on December 15, 2020, the Toronto Police Services Board (Board) was in receipt of reports dated November 17, 2020, from Ryan Teschner, Executive Director and Chief of Staff, regarding 2 (two) City of Toronto Council Decisions. The Board approved the foregoing reports and the following recommendations: A. City of Toronto Council Decision - MM24.38 Drive-by Shootings 1. Request that the Chief of Police take Council's motion into consideration in the further development, refinement and implementation of the Service's approach to gun and gang violence. 2. Forward a copy of this report to City Council via the Executive Committee. B. City of Toronto Council Decision - MM24.31 Lawrence Heights Emergency Safety and Security Response 1. Request that the Chief of Police take Council's motion into consideration in the further development, refinement and implementation of the Service's approach to gun and gang violence, and provide an overview to the Board by the Board's February 2021 meeting of the specific actions and initiatives - both proactive and enforcement-driven - the Service has undertaken to address gun and gang violence in the City of Toronto, and in particular, in Lawrence Heights. 2. Forward a copy of this report to City Council via the Executive Committee. A copy of Board Minute P215/2020 regarding the two City of Toronto Council Decisions is attached.

  The Executive Committee recommends that: 1. City Council receive the Item for information.